[BCM] [SC] [E2] [C5] Business Continuity Strategy

Chapter 5

As Part of the BCM Planning Methodology for Tripartite Alliance Limited

Purpose of Chapter

The Business Continuity Strategy (BCS) Phase is a critical step in the Business Continuity Management (BCM) Planning Methodology.

At this stage, the organisation transitions from assessing business impact and risk to developing actionable strategies aimed at mitigating, preventing, and recovering from disruptions.

For Tripartite Alliance Limited (TAL), a statutory board under the Ministry of Manpower tasked with fostering progressive workplace practices, implementing effective and tailored continuity strategies is essential to ensuring the uninterrupted delivery of its public-facing and advisory services, especially through platforms like TADM, TAFEP, and WPC.

Objectives of the Business Continuity Strategy Phase

The implementation of continuity strategies is a cornerstone of BCM.

For the Judiciary of Singapore and the State Courts—which include the Supreme Court, the State Courts, and the Family Justice Courts—resilience is essential to ensure that justice services are consistently available, even during crises such as cyberattacks, pandemics, or infrastructure failures.

This phase translates business impact assessment (BIA) and risk analysis findings into concrete strategies that are proactive (prevention), protective (mitigation), and responsive (recovery).

Key Continuity Strategy Objectives

The objectives of this phase include:

• Ensuring uninterrupted access to court proceedings and legal documentation.
• Safeguarding case management systems and sensitive judicial data.
• Enabling operational relocation or digital fallback mechanisms during disasters.
• Enhancing institutional readiness and stakeholder coordination.

Strategy Categories and Examples

The continuity strategies for the Judiciary of Singapore and the State Courts can be grouped into three main categories:

Mitigation Strategies

These are proactive measures to reduce the likelihood or impact of disruptions.

Prevention Strategies

These aim to prevent disruption through enhanced readiness and controls.

 Recovery Strategies

These are designed to restore operations within acceptable timeframes following a disruption.

Aligning with ISO 22301 and Public Expectations

The implementation of these strategies is aligned with ISO 22301:2019 standards, ensuring that the judiciary’s BCM capabilities meet international benchmarks for business continuity.

Moreover, it reflects the Judiciary's commitment to maintaining public trust, legal certainty, and uninterrupted access to justice—values that are vital to the rule of law in Singapore.

Integration with Judicial Operations

Business continuity strategies must integrate seamlessly with daily operations to be effective. For instance, continuity strategies for CBF-1, including Case Management and Scheduling, are embedded into daily processes through automated calendar recovery functions and remote access protocols.

Similarly, CBF-2: Court Hearings and Judicial Proceedings is supported by digital courtrooms and e-filing systems that allow a swift transition to virtual platforms.

Implementation Governance

To operationalise the strategies:

• A dedicated BCM team within the Judiciary IT and Administrative departments oversees implementation and testing.
• All strategies are reviewed annually or after major incidents.
• Senior judges and court directors are briefed periodically to align strategy with judiciary priorities.

Summing Up ...

Implementing Business Continuity Strategies is not a one-off exercise but a dynamic, ongoing commitment to judicial resilience.

For the Judiciary of Singapore and the State Courts, embedding mitigation, prevention, and recovery strategies into every layer of operations ensures that justice delivery remains reliable, timely, and trusted—even in the face of disruptions.

Through structured planning, system investments, and human capital development, Singapore’s courts set a strong benchmark for continuity in the judicial sector.

Achieving Judicial Resilience: Implementing Effective BCM in Singapore Courts
eBook 2: Implementing BCM Planning Methodology

More Information About Business Continuity Management Courses

To learn more about the course and schedule, click the buttons below for the  BCM-300 Business Continuity Management Implementer [BCM-3] and the BCM-5000 Business Continuity Management Expert Implementer [BCM-5].

	Please feel free to send us a note if you have any questions.